KAMLOOPS CANOE AND KAYAK CLUB: A STRATEGIC PLAN AND BUSINESS MODEL FOR 2012 TO 2016
|
|
- Muriel Manning
- 6 years ago
- Views:
Transcription
1 KAMLOOPS CANOE AND KAYAK CLUB: A STRATEGIC PLAN AND BUSINESS MODEL FOR 2012 TO 2016 Policy: The Kamloops Canoe and Kayak Club is a registered non-profit society (S ) with a Board of Directors committed to reviewing its Strategic Plan every two years. The Mission of the Kamloops Canoe and Kayak Club is to promote the sport of sprint canoe and kayak in a fun, friendly and safe environment. While excellence may be pursued by our competitive athletes, the club reaches out to all members of the Kamloops community from ages 9 to 109! Athletes of all descriptions are encouraged to define for themselves their level of intensity and commitment. Most of our participants are non-competitive youth that are interested in developing canoe and kayak skills and having fun on the water. Should an individual be bitten by the bug, competitive training and coaching opportunities are available. The bylaws of the club state that there are five types of membership offered: 1) officials are 17 years of age or older and have all privileges of membership including the right to hold office, 2) coaches are responsible for the coaching and direction of Club members as directed by his/her contract for services, 3) competitive members have paid their KCKC membership and have paid a Canoe Kayak B.C. membership to compete in sanctioned regattas, 4) non-competitive members take part in Club activities through a multi-day program, and, 5) day members take part in Club activities for 1 day programs. In recent years, KCKC has expanded the array of programs that it offers. In addition to its week long Summer Camps and the School Group Day Camps, KCKC provides Learn to Paddle, Learn to Race and Family Learn To Paddle evening sessions to those who want to learn paddling fundamentals outside of the traditional camp environment. An addition, two of our Summer Camps are dedicated to First Nations and these camps are in partnership with the Kamloops Indian Band. Finally, KCKC provides day-camps to Francophone and international student groups that are associated with the Thompson Rivers University and to sports clubs (such as the Overlander Cross country Ski Club).
2 VISION By 2016 Kamloops Canoe and Kayak will: have a diversified funding base that supports the delivery of all programs and our strategic priorities have developed a self-sustaining funding base that support a full time, year round certified coach be led by a skilled motivated board of directors, volunteers and a full-time coach be working cooperatively with Canoe Kayak Canada, the Canoe Kayak BC and fellow clubs to develop a sporting and paddling community within Kamloops and beyond, be working cooperatively with PacificSport Interior, the City of Kamloops, and the Kamloops Sports Council to ensure our programs benefit from and compliment community goals and participate in use and maintenance of the considerable infrastructure investments that have been be delivering sustainable canoe and kayak programs to athletes and individuals of all descriptions be implementing the Long Term Athlete Development Plan be promoting fair and ethical competition VALUES Excellence Volunteers Leadership Our member clubs, their viability, stability and growth Our funding partners and their support Our members and the contributions they make Inclusion Our contribution to healthy communities Ethical participation and Fair Play
3 PROPOSED STRATEGIC PRIORITIES 2012 TO 2016 The Kamloops Canoe and Kayak Club s Strategic plan has been constructed around the enhancement of the four pillars of the BC Sport System and the Canadian Sport Policy which are participation, performance, sustainability and partnerships. Broad goal statements have been developed for each pillar. These goal statements describe what we would like to achieve by GOAL #1: ENHANCED PARTICIPATION It is the goal of The Kamloops Canoe and Kayak Club that by 2016 participants will continue to enjoy our recreational and developmental programs and that a significantly higher number of paddlers will be participating in various levels of competitive paddling and that they will be guided by a skilful and permanent coach who will enhance the delivery of the long term athlete development (LTAD) model by proving consistent and technically sound advice to paddlers of all abilities and commitment levels on a year round basis. Priority Strategic Outcome(s): 1. Continued involvement in recreational and developmental paddling. Human Resource-High Financial Resource Cost-High continued delivery of summer camps, day camps, learn to paddle and family paddle programs, continued aboriginal community engagement through KIB Partnership and Summer Camp delivery, integration with city recreation programs (multi-sport, day camp partnerships), explore cross over partnerships with winter sports cross country skiing, volleyball etc. CLUB DEVELOPMENT AND SUPPORT SERVICES 2. Increased involvement in all various levels of competition in order to significantly increase participation and membership. Human Resource Cost-High
4 Financial Resource Cost-High host club regattas, and promote team boats, social activities and fun elements of team and club, deliver the LTAD model to athletes of all ages and abilities to encourage the growth and retention of members, host local, multi discipline regattas that involve various clubs within the paddling community (e.g. out-rigger, dragon Boat, marathon, paddle boards), deliver a year-round training program to maintain a sense of club and to guide the development of athletes, keep seasonal paddlers in the sport for succeeding seasons and prepare them for sport for life and coaching, develop and implement a athlete recruitment and retention plan, grow the number of competitive paddlers from the current level of 20 to over 50 by To develop recruiting tools and other promotional materials Human Resource Cost-Medium develop and maintain the KCKC website, develop pamphlets, newspaper advertisements and Activity Guide entries, conduct specific training sessions in high traffic areas to increase the profile of the club and interface with the public, host local regattas to increase the community awareness of the club and its programs, AND SUPPORT 4. Provide high quality coaching to participants and athletes of all levels, abilities and goals Human Resource Cost-High Financial Resource Cost-High establish a full-time certified coach and delivers and promotes programs and guides athletes in their development based on LTAD principles, provide opportunities for visiting coaches and convene training camps, involve volunteer and athlete/coaches, develop a club culture that recognizes and respects the technical training and knowledge of coaches at every level, develop programs for athletes to promote interest in coaching, develop a club culture that ensures payback of high performance athletes, encourage participation in relevant professional development opportunities,
5 develop mentoring system and programs for club and junior coaches, develop a coaching employment transition plan to hire a coach and gradually transition his/her employment from seasonal to year-round over a four year period 5. Recruit officials to have a pool that can assist in enhancing officiating at regattas Current Priority-Medium provide education for parents and athletes, maintain and upgrade necessary officiating equipment GOAL #2: ENHANCED SUPPORT FOR HIGH PERFORMANCE ATHLETES ATHLETE SERVICES It is the goal of The Kamloops Canoe and Kayak Club that by 2016 competitive paddlers will understand and take full advantage of all existing athlete support programs. Priority Strategic Outcome(s): 6. Ensure that all athletes understand and are supported in seeking the expanded athlete services, education and funding available through PacificSport, the BC Athlete s Assistance Program and others maintain close liaison and involvement with Canadian Sport Centre Pacific and PacificSport centres, cooperate with provincial monitoring program of (identified) athletes and implement required testing, cooperate in the integration of the athlete support system from club level to provincial level IDENTIFICATION AND ATHLETE DEVELOPMENT 7. Encourage athletes to compete in the BC Summer Games and at higher level regattas such as Nationals and to on participate on Provincial Teams
6 provide advice of the importance of the competition commensurate with developmental stages, organise and coordinate team travel, consider KCKC funding support for such things as boat transportation expenses to high level competitions GOAL #3: ENHANCED SUSTAINABILITY It is the goal The Kamloops Canoe and Kayak Club that by 2016 the priority components of its programming are in place and are supported through reliable external funding sources with aligned goals and through increases in self-generated, membership-based revenues. Priority Strategic Outcome(s): 8. Maintain KCKC s profile in the local media and enhance its profile in the local community Current Priority-Low maintain a media representative and report on all club events and successes, design and sell car decals and KCKC apparel, partner with affiliated paddling sports, coordinate newsprint, websites, social media, pamphlet and television messaging, reach out to the populace in Merritt through Pacific Sport and BC Summer Games opportunities, organize practice session in high profile area (e.g. Riverside Park), organize local paddle sport fun regattas, partner with the Kamloops Indian Band and promote marathon canoeing and the North American Indigenous Games FINANCIAL SUSTAINABILITY 9. Develop a prudent business model that identifies/secures funding partners, generates selfsustaining funds and is consistent with the expectations of all funding partners insure the club addresses the objectives of all funding partners and maintains its eligibility for funding by behaving and reporting according to all expectations, seek private sector sponsorship,
7 increase member-based revenues, develop a funding strategy to transition a seasonal coaching position into a permanent, year-round coaching position LEADERSHIP 10. Develop and implement an orientation program for new volunteers at senior levels (board) and within standing committees. Current Priority-Medium continue to renew and recruit volunteer leaders, initiate long term recruitment of visionary and positive leaders, develop and maintain high degree of professionalism in all areas of leadership (staff and volunteers), continually seek to improve the structure for board of directors and committees and implement, decision making done in an open and transparent manner, maintain focus on strategic plan as foundation for all activities, determine an approach for hosting the AGMs, special meeting, year-end celebrations and special events 11. Inventory and maintain equipment Current Priority-Medium inventory equipment and develop a priority listing of maintenance, repairs and purchases, identify surplus equipment that could be made available to other clubs, organize and store equipment in manner that makes operations easier and protects the equipment from the elements and damage due to handling GOAL #4: ENHANCED PARTNERSHIPS It is the goal of The Kamloops Canoe and Kayak Club that by 2016 the various components of the local and provincial canoe and kayak community are better coordinated as a result of collaboration and communication amongst stakeholders. PARTNERSHIPS WITHIN OUR SPORT Priority Strategic Outcome(s):
8 12. Continue to enhance communication between KCKC, CANOEKAYAK BC and member clubs maintain relationships with fellow sprint clubs and CKBC, ensure all participants, coaches and officials are registered and insured through CKBC, ensure KCKC is represented on the CKBC s Board of Directors and important provincial committees, ensure KCKC contribute to a vibrant provincial paddling community by hosting important provincial regatta s and training camps, and through the development of volunteers and officials PARTNERSHIPS WITH EDUCATIONAL INSTITUTIONS 13. Continue to enhance relationships between KCKC and other local paddling and sports groups Current Priority-Medium Human Resource Cost-Medium host multi-discipline, local fun regatta s, affiliate with the marathon club and KIB to promote aboriginal paddling and the involvement with provincial competitions and the North American Aboriginal Games, affiliate and coordinate cross training programs with local winter clubs (e.g. Overlander Cross Country Ski Club) 14. Enhance communication between KCKC and funding partners/sponsors and other sports societies and organizations Human Resource Cost-Medium continue to foster cooperation in funding initiatives (municipalities, provinces, different federal departments), maintain good relationships with PacificSport, SportBC, the Kamloops Sports Society and The Kamloops Blazers Sports Society, the Kamloops Sports Council, the City of Kamloops and the Kamloops Indian Band and any other partners or sponsors that arise, further examine the potential for relationship with municipal recreation programs,
9 ensure all joint programs and related expenditures address the objectives of funding partners and fully comply with the expectations of the funding partner BUSINESS MODEL KCKC s business model is founded on the following principles: 1. Camp programs are the financial engine of the KCKC and they should be priced pay for their labour related input costs (e.g. camp instructors, lifeguards etc.), based on a projected 75% participation rate. 2. KCKC cannot assume success in securing labour oriented grants (E.g. Canada Summer Jobs) therefore, these grants must not influence camp pricing. However, if they are secured they offset labour costs and influence the profitability of the camps. 3. All club profits can be directed to pay for club overhead, equipment purchase and repair, materials, coaching, infrastructure or any other club expense approved by an expense authority. 4. KCKC should carry a balance of over $5000 in order to account for unexpectedly low camp participation rates. 5. Infrastructure and equipment will generally be paid for with external funding (e.g. Community Gaming) however, any profits can also be directed toward these expenditures. 6. Coaching fees will be designed to generate a permanent, year-round coaching salary when the club reaches a membership of 50+ return athletes (see Coaching Fee Calculations below). 7. Any coaching grants will be used to pay for coaching in order to help transition the club from 20 athletes to 50+ athletes and/or to augment coaching labour inputs. Coaching Fee Calculations and Sustainability KCKC aspires to build a strong base of approximately 50+ competitive paddlers in order to increase membership-based revenue streams (coaching fees) and support a professional and permanent coach on a year-round basis. If this goal is achieved, the Competitive Program would be largely self-sustaining. Our second year (returning) competitive paddlers will pay $600/year in coaching fees and our third year competitive paddlers will pay $1400/year in coaching fees. As part of our recruiting strategy, our first year competitive paddlers do not pay coaching fees.
10 Assuming the membership of competitive paddlers reaches 50, with equal numbers of 2 nd and 3+ year paddlers, the annual coaching fee revenues would generate approximately $50,000/year.
The approach of CanoeKayak BC Whitewater (CKBC-WW) to River Access issues is driven by the organizational Mission Statement:
CanoeKayak BC - Whitewater DRAFT RIVER ACCESS POLICY For Comment The approach of CanoeKayak BC Whitewater (CKBC-WW) to River Access issues is driven by the organizational Mission Statement: Provide structure
More informationBUSINESS PLAN January Richard Wooles. Executive Director # West Broadway Vancouver, BC V5Y 3W2 Tel:
BUSINESS PLAN January 2015 Richard Wooles Executive Director #201-210 West Broadway Vancouver, BC V5Y 3W2 Tel: 604 737 3164 richard@cyclingbc.net Table of Contents Vision... 2 Mission... 2 Values... 2
More informationStrategic Plan. Updated January 2013
Strategic Plan 2012 2016 Updated January 2013 Introduction WHO WE ARE: Basketball BC is the governing body for basketball in the province of British Columbia WHAT WE DO: Create, guide or support all programs
More informationPlanning for tennis in your Local Government Area. A resource from Tennis Australia
Planning for tennis in your Local Government Area A resource from Tennis Australia Part 1 July 2016 ABOUT THIS RESOURCE This resource forms part of Tennis Australia's Local Government Engagement Program.
More informationAthletics in New Brunswick STRATEGIC PLAN Enhancing Participation, Performance & Positive Experiences For New Brunswick Athletes
Athletics in New Brunswick STRATEGIC PLAN 2014-2018 Enhancing Participation, Performance & Positive Experiences For New Brunswick Athletes April 2014 1 OVERVIEW Athletics New Brunswick (ANB) is the provincial
More informationStrategic Plan
Strategic Plan 2013-2020 Canada s National Sport Governing Body for Track & Field, Road Running and Cross Country Athletics is an integrated, foundational sport for all ages and all abilities, including
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2015-2017 About Football Federation SA? Football Federation SA (FFSA) is the governing body of football in South Australia and a member of the national association, Football Federation of
More informationSwim Ontario Strategic Plan. World Leader in swimming development at all levels
Swim Ontario 2013 2020 Strategic Plan World Leader in swimming development at all levels To be a world leader in swimming development at all levels LEAD MOTIVATE PERFORM INTRODUCTION Swim Ontario is the
More informationBarrie Trojan Swim Club. AGM Presentation
Barrie Trojan Swim Club AGM Presentation Introduction Chair - Marcin Danda Vice Chair - Patrick Warren Treasurer - Caroline Okumura Secretary - Bruce Jones Fundraising Chair - Melissa VanCasteren Director
More informationCanoe Kayak Saskatchewan (CKS) Strategic / Operations Plan Update September 29 / October 03, 2018 Summary
2018 Canoe Kayak Saskatchewan (CKS) Strategic / Operations Plan Update September 29 / October 03, 2018 Summary October 04, 2018 www.hmcmanagement.net Page 1 CANOE KAYAK SASKATCHEWAN STRATEGIC/ OPERATIONS
More informationSwimming Tasmania Strategic Plan ST Strategic Plan Final
1 Our Vision: Swimming will be one of the premier aquatic sports in Tasmania, demonstrated through growing participation, outstanding performances and commercial sustainability. Purpose: The purpose of
More informationBUSINESS PLAN
BUSINESS PLAN 2017-2020 ALBERTA SPORT CONNECTION 2017-20 Business Plan (April 1, 2017 March 31, 2020) Table of Contents Overview....... 1 Vision and Mission... 1 Strategic Content... 1 Alberta Sport Connection
More informationService Business Plan
Service Business Plan Service Name Transportation Planning Service Type Public Service Owner Name Kaylan Edgcumbe Budget Year 2019 Service Owner Title Service Description Manager of Transportation Planning
More informationTENNIS VICTORIA STRATEGIC PLAN TO 2020
TENNIS VICTORIA STRATEGIC PLAN TO 2020 MESSAGE FROM OUR PRESIDENT AND CEO We are pleased and privileged to present Tennis Victoria s Strategic Plan to 2020. We acknowledge and thank all of the organisation
More informationCanadian Ski Patrol System Strategic Plan Canadian Ski Patrol System Mission, Vision and Focus
Canadian Ski Patrol System Strategic Plan Canadian Ski Patrol System Mission, Vision and Focus 2010 2015 CSPS Vision Statement The CSPS strives to be the premier safety and first aid organization serving
More informationStrategic Plan. Approved: September 2016
Strategic Plan 2016 2020 Approved: September 2016 VISION To be the leading university hockey club in Australia for high performance and development, and recognised as one of the most participation-friendly,
More informationCONTENTS 03 AMBITION 04 MISSION 05 GROW THE GAME 07 SERVE MEMBERS 09 SUCCEED INTERNATIONALLY 11 EFFECTIVE SPORT LEADER 13 SUMMARY
CONTENTS 03 AMBITION 04 MISSION 05 GROW THE GAME 07 SERVE MEMBERS 09 SUCCEED INTERNATIONALLY 11 EFFECTIVE SPORT LEADER 13 SUMMARY 2 USA FIELD HOCKEY STRATEGIC PLAN AMBITION We all love sports, and we all
More informationROYAL MELBOURNE YACHT SQUADRON. Strategic Plan
ROYAL MELBOURNE YACHT SQUADRON Strategic Plan 2014-18 VISION AND MISSION VISION A St Kilda icon and Melbourne s best sailing experience MISSION The Royal Melbourne Yacht Squadron: Promotes participation
More informationJudo Saskatchewan Multi Year Plan
Judo Saskatchewan Multi Year Plan 2010-2013 Values Vision Values shape our organizational culture, underlie our management philosophy and guide our actions. They are the foundation upon which our vision,
More information2018/ /21 SERVICE PLAN
2018/19 2020/21 SERVICE PLAN February 2018 For more information on the BC Games Society contact: 200-990 Fort Street Victoria, B.C. V8V 3K2 Kelly Mann, President and CEO Phone: (250) 387-1375 Fax: (250)
More informationBUSINESS PLAN January 2015
BUSINESS PLAN January 2015 Richard Wooles Executive Director #201-210 West Broadway Vancouver, BC V5Y 3W2 Tel: 604 737 3164 richard@cyclingbc.net Table of Contents Vision... 2 Mission... 2 Values... 2
More informationCanadian Sport Institute and Canoe Kayak BC Athlete and Coach Nomination Criteria
Canadian Sport Institute and Canoe Kayak BC Athlete and Coach Nomination Criteria CSI Pacific Representative L. Jennerich Canoe Kayak BC Representative Signature Signature 1 2018 CKBC Performance Program
More informationOUR TRIATHLON VISION
OUR TRIATHLON VISION 2 INTRODUCTION Triathlon is a fast-growing, modern and dynamic Olympic and Paralympic sport. From the first modern triathlon in San Diego in 1974 the sport has evolved quickly, making
More informationSTRATEGIC PLAN PROUDLY PRODUCED BY
STRATEGIC PLAN 2016-2018 PROUDLY PRODUCED BY INTRODUCTION VISION: VOLLEYBALL IS A FUN, INCLUSIVE AND STRATEGIC SPORT THAT CREATES CHALLENGES IN AN ENVIRONMENT WHERE LASTING FRIENDSHIPS ARE MADE. A well-recognised
More informationRole Profile. Project Director (North or South dependent on candidate location)
Role Profile Post: Relationship Development Manager Salary: 50,000-60,000 Location Reporting to: Contract: London or Bolton with national travel Project Director (North or South dependent on candidate
More informationBC Games Society 2016/ /19 SERVICE PLAN
2016/17 2018/19 SERVICE PLAN For more information on the BC Games Society contact: 200-990 Fort Street Victoria BC V8V 3K2 Kelly Mann, President and CEO kellym@bcgames.org or visit our website at www.bcgames.org
More informationPrinciples guiding Sport NI investment in Sporting Clubs and Sporting Winners objectives.
Enjoy Engage Excel Principles guiding Sport NI investment in Sporting Clubs and Sporting Winners objectives. Page 1 of 8 1. Background 1.1. This paper outlines a number of proposals that aim to contribute
More informationAustralian Volleyball Federation
Australian Volleyball Federation Strategic Plan (2005-2009) GOAL - To foster the sport of volleyball as a human endeavour Volleyball Australia Strategic Plan (2005-2009) A Shared Vision for the Future
More informationSt-Anne s Waterford Tennis Club
St-Anne s Waterford Tennis Club Draft Strategic Plan Presented to Committee and Members 1 Table of Contents Section 1: Insights Page Description 4 Research Insights - Seniors 5 Research Insights - Infrastructure
More informationPL AN. To be the premier swimming state in Australia by Photo courtesy of Delly Carr/Swimming Australia
S T R AT E GIC PL AN To be the premier swimming state in Australia by 2018. Photo courtesy of Delly Carr/Swimming Australia Introduction Swimming is Australia s highest participation sport and is an activity
More informationCanadian Sport Tourism Alliance Congress Ottawa
Canadian Sport Tourism Alliance 2013 Congress Ottawa CSTA Sustainable Sport Event Template Thank you: Funding in part by the Ontario Trillium Foundation Transfer of Knowledge leadership: Eric Savard, CSTA
More informationAustralian Volleyball Federation
Australian Volleyball Federation Strategic Plan (2002-2005) (Updated July 2003) GOAL - to foster the sport of volleyball as a human endeavour 1 of 13 Contents: Introduction 3 Purpose & Vision 4 Whole of
More informationStrategic Plan. Summary & Highlights
Strategic Plan 2018 2020 Summary & Highlights Elements of Plan Mission and vision statements Strategic objectives High level goals to help realize vision Strategic initiatives Short term projects to achieve
More informationBC GAMES SOCIETY 2014/15 ANNUAL SERVICE PLAN REPORT
BC GAMES SOCIETY ANNUAL SERVICE PLAN REPORT For more information on the BC Games Society contact: 200 990 Fort Street Victoria, BC V8V 3K2 250.387.1375 info@bcgames.org bcgames.org National Library of
More informationCall for Team BC Chef de Mission
Call for Team BC Chef de Mission The BC Games Society is seeking an enthusiastic and experienced person to serve as Chef de Mission for Team BC for the 2019 Canada Winter Games. This is a 14-month opportunity
More informationStrategic Plan
Strategic Plan 2013-2017 Introduction: Considering our Past and Present Founded in 1985, the Canadian Cerebral Palsy Sports Association grew out of the commitment of a group individuals who recognized
More informationSmithers Golf and Country Club
P a g e 1 Smithers Golf and Country Club DRAFT Strategic Plan 2018-2023 Draft Approved by The SGCC Board of Directors: March, 2018 1 P a g e 2 Introduction The Smithers Golf and Country Club (SGCC) is
More informationTENNIS NSW STRATEGIC PLAN
TENNIS NSW STRATEGIC PLAN 2018-21 2 TENNIS NSW STRATEGIC PLAN 2018-2021 A MESSAGE FROM OUR CEO It is with great pleasure that we present to you Tennis NSW s VISION 21: Our roadmap to connecting more people
More informationThe Canadian Policy Against Doping in Sport 2011
The Canadian Policy Against Doping in Sport 2011 Endorsed by Federal Provincial / Territorial Ministers Responsible for Sport, Physical Activity and Recreation during their Conference in Halifax, Nova
More informationAustralian Biathlon Strategic Plan Overview
Australian Biathlon Strategic Plan 2014 2026 Overview Australian Biathlon Strategic Plan 2014-2026 (Approved 19 April 2016) 2 Table of Contents Introduction Strategic Focus updated for the remainder of
More informationBSAC Strategic Plan. January 2016 December National Governing Body for scuba diving and snorkelling
BSAC Strategic Plan January 2016 December 2020 National Governing Body for scuba diving and snorkelling BSAC Strategic Plan 2016-2020 Purpose: To grow the nation s love of diving Organisational goals:
More informationBaseball Tasmania Strategic Plan Growing the Game at all levels
Baseball Tasmania Strategic Plan 2016-2021 Growing the Game at all levels From the President The need for this strategic plan has come from the extraordinary and sudden growth in the popularity of the
More informationCAMBERWELL HOCKEY Strategic Plan
CAMBERWELL HOCKEY Plan 2017-2021 2 CAMBERWELL HOCKEY Plan 2017-2021 Over the next four years, our strategy will lay the foundation for our Club to work as a collective. It will inspire us to recognise
More informationStrategic Plan
Strategic Plan 2017-2022 table of contents Message from the Board of Directors... About BC Rugby and Our Purpose... 2 3 Current State of Play and the BC Landscape... 4-5 A Vision for Rugby in British Columbia...
More informationSwim Ireland Strategic Plan
Toe in the water. Face in the water. Staying afloat. Touching the bottom. One length without stopping. Fifty lengths without stopping.. 3 3 We exist to encourage participation, develop excellence and regulate
More informationGame ON The Ontario Government s Sport Plan
Game ON The Ontario Government s Sport Plan A LEGACY OF THE PAN AM/PARAPAN AM GAMES YEAR ONE PROGRESS REPORT ontario.ca AVAILABLE TO READ AND DOWNLOAD ONLINE Game ON The Ontario Government s Sports Plan
More informationSTRATEGIC PLAN. Arctic Winter Games International Committee
STRATEGIC PLAN Arctic Winter Games International Committee July 2016 INTRODUCTION The Arctic Winter Games is the largest northern multi-sport and culture event. These Games include participation from Alaska,
More informationBerkeley Racing Canoe Center
Berkeley Racing Canoe Center Annual Report for 2011 Introduction Throughout the year, visitors to the Berkeley Marina and surrounding area have been intrigued by the sight of a dragon boat as it is being
More informationDEVELOPING THE GAME GLOBALLY
DEVELOPING THE GAME GLOBALLY World Rugby Vision, Mission, Values and Development Priorities World Rugby Vision, Mission, Values and Priorities The World Rugby Vision Rugby a sport for all, true to its
More information2026 Olympic and Paralympic Winter Games Bid Book Overview
2026 Olympic and Paralympic Winter Games Assessment OPC2018-0738 Committee 2017 June 12 Page 1 of 5 EXECUTIVE SUMMARY This report provides an overview of the Bid Book that is being prepared by The City
More informationDo you have the energy, drive and passion to deliver transformational growth in cricket participation?
Job Title: Responsible to: Contract: Location: Head of Participation CEO Full-time, permanent Edinburgh Do you have the energy, drive and passion to deliver transformational growth in cricket participation?
More informationSOUTH AFRICAN NATIONAL BOXING ORGANISATION
SOUTH AFRICAN NATIONAL BOXING ORGANISATION Olympic Style Boxing SANABO STRATEGIC PLAN 2009-2014 Index Page 1. Introduction 3 2. Vision 4 3. Mission 4 4. Priorities of the organisation 4 5. SWOT Analysis
More informationNETBALL TASMANIA STRATEGIC PLAN
NETBALL TASMANIA STRATEGIC PLAN 2016-2020 Our Values Inclusion We are committed to the principles of respect and equality Integrity We are committed to practices that are safe, fair, transparent and open
More informationRole Profile. Chief Executive of Blackburn Youth Zone. Chair and Board of Blackburn Youth Zone
Role Profile Job Role: Accountable to: Key Relationships: Chief Executive of Blackburn Youth Zone Chair and Board of Blackburn Youth Zone Youth Zone Chair and Board, Youth Zone Senior Management Team,
More informationGROWING THE GAME FOR THE FUTURE
GROWING THE GAME FOR THE FUTURE THE CHILDREN AND YOUNG PEOPLE S PLAN FOR GOLF 2017 2021 INTRODUCTION As pressure on young people s time continues to increase and the pace of life moves quicker, young people
More informationNETBALL MAINLAND STRATEGIC DIRECTION
NETBALL MAINLAND STRATEGIC DIRECTION 2013 2015 ONE ZONE, ONE DIRECTION Netball Mainland Zone Inc. Strategic Plan 2013-2015 Page 1 NETBALL MAINLAND FIGHTING TO THE FINISH INTRODUCTION While it appears netball
More informationRECOMMENDATION. POLICY The Park Board approves all use of lands under its jurisdiction.
March 24, 2016 TO: Park Board Chair and Commissioners FROM: General Manager Vancouver Board of Parks and Recreation SUBJECT: Creekside Paddling Centre License Agreements RECOMMENDATION THAT the Vancouver
More informationNorthern California Golf Association & Poppy Holding, Inc. Five Year Strategic Plan June 1, 2007 December 31, 2011
Northern California Golf Association & Poppy Holding, Inc. Five Year Strategic Plan June 1, 2007 December 31, 2011 MISSION NCGA - To support and promote the game of golf in Northern California and to enhance
More informationBC Games - A Key Step from Playground to Podium BC Games Society Service Plan 2005 / / 2008
BC Games - A Key Step from Playground to Podium BC Games Society Service Plan 2005 / 2006 2007 / 2008 Page 1 of 16 Table of Contents Message From the Co-Chairs...3 Overview...4 Mandate and Membership of
More informationBC Taekwondo Canadian Sport for Life Implementation Plan
1 BC Taekwondo Canadian Sport for Life Implementation Plan Introduction Canadian Sport for Life (CS4L) is a National movement developed to help change and improve the Canadian Sport System. The CS4L works
More informationStrategic Plan. Aorangi Golf Strategic Plan
Strategic Plan 2017-2020 Strategic Plan Our Roadmap to 2020: Growing and Supporting the Game of Golf in the Aorangi Region While golf has faced a number of challenges in recent years, the future is looking
More informationBARRIE TROJAN SWIM CLUB Sponsorship
BARRIE TROJAN SWIM CLUB Sponsorship 2014-2015 Shauneen Tierney Fundraising and Sponsorship Coordinator Barrie Trojan Swim Club fundraising@barrieswimming.ca http://www.barrieswimming.ca What is the Barrie
More informationGame ON. The Ontario Government s Sport Plan
P R O G R E S S R E P O R T Game ON The Ontario Government s Sport Plan Table of Contents Minister s Message......................................1 Introduction............................................3
More informationWorld Rowing s Strategic Framework
World Rowing s Strategic Framework World Rowing s Strategic Framework Fédération Internationale des Sociétés d Aviron (FISA) Guiding Principles FISA was formed in 1892 and is the first international sport
More information2015/16 Annual review of Sport and Recreation New Zealand
2015/16 Annual review of Sport and Recreation New Zealand Report of the Government Administration Committee Contents Recommendation 2 Introduction 2 Financial performance 2 The Rio de Janeiro Olympics,
More informationCRICKET CANADA. An Introduction since1785
CRICKET CANADA An Introduction since1785 ABOUT CRICKET IN CANADA A game popularly known as the Gentleman s Game within Commonwealth Nations has its unique culture in the world of sport, laying emphasis
More informationPRESENTATION TO THE BRITISH COLUMBIA LEGISALTIVE STANDING COMMITTEE ON FINANCE September 26, 2013
PRESENTATION TO THE BRITISH COLUMBIA LEGISALTIVE STANDING COMMITTEE ON FINANCE September 26, 2013 On behalf of its 40,000 plus members, The BC Wildlife Federation welcomes the opportunity to address the
More informationSTRATEGIC DIRECTIONS
STRATEGIC DIRECTIONS 2019-2022 and FOCUS AREAS UNTIL GENERAL ASSEMBLY 2020 STRATEGIC DIRECTIONS - 2019-2022 VISION Orienteering is the most attractive adventure-based sport for all ages MISSION We promote
More informationSCOTTISH WRESTLING ASSOCIATION STRATEGIC PLAN
SCOTTISH WRESTLING ASSOCIATION STRATEGIC PLAN 2016 2023 INTRODUCTION The Scottish Wrestling Association (SWA) is the Governing Body for the sport of Wrestling in Scotland and this plan sets out a new long
More informationWhilst working with the ISU in various capacities I have been successful in leading and supporting development and change for the sport.
What I love most about ice skating is the combination of athleticism, technique, speed, excitement, flow and artistry it is truly unique in the sporting world. Now I hope to take the sport to the next
More informationWilliamstown Football Club
Williamstown Football Club STRATEGIC PLAN NOVEMBER 2016 PAGE 1 Contents Strategic Plan Context 3 Club Context 4 SWOT Analysis 5-7 Strategic Plan * Vision, Mission, Values 9 * Summary 10 * Goals & Priorities
More informationStrategy 1: Detailed plans for the strengthening of core infrastructure
This report is an update prepared for the June 2015 Speed Skate Annual General Meeting. The status column below provides detailed updates on the various elements of the four strategies. Strategy 1: Detailed
More informationGolf Tasmania Annual General Meeting. 9 th December, 2018
Golf Tasmania Annual General Meeting 9 th December, 2018 Participation 2 Key priorities 2018/19 Participation programs Launch of adult beginner programs Finalisation and launch of Australian Golf Pathway
More informationLifesaving Society National Lifeguard Instructor Candidate Self-Assessment
Lifesaving Society National Lifeguard Instructor Candidate Self-Assessment This self-assessment presents the learning outcomes that instructor candidates must achieve in order to pass the Lifesaving Society
More informationVISION MISSION NEW ZEALAND GOLF STRATEGIC TEGIC PLAN To be the sport of choice for all New Zealanders throughout their lives.
STRATEGIC PLAN 2008-2010 NEW ZEALAND GOLF STRATEGIC TEGIC PLAN 2008-2010 VISION To be the sport of choice for all New Zealanders throughout their lives. MISSION New Zealand Golf aspires to develop the
More informationONE NATIONAL PLAN FOR NON-PROFESSIONAL FOOTBALL IN SCOTLAND
ONE NATIONAL PLAN FOR NON-PROFESSIONAL FOOTBALL IN SCOTLAND 2017-2020 PAGE 3 FRAMEWORK INTRODUCTION STRATEGIC FRAMEWORK Football for Social Change is a concept embraced by the Scottish FA. Our sport has
More informationNAIG Council opens 2020 NAIG Bid Process November 1, Ontario Host Cities Letter of Intent Due to ASWCO November 14, 2017
2020 NORTH AMERICAN INDIGENOUS GAMES BIDDING PROCESS FOR ONTARIO COMMUNITIES The Aboriginal Sport and Wellness Council of Ontario (ASWCO) is bidding to host the 2020 North American Indigenous Games (2020
More informationWestern Australian Swimming Association Inc. strategic plan SWIMMING AN ESSENTIAL PART OF THE WESTERN AUSTRALIAN WAY OF LIFE
Western Australian Swimming Association Inc. strategic plan 2015 2018 SWIMMING AN ESSENTIAL PART OF THE WESTERN AUSTRALIAN WAY OF LIFE Swimming WA Vision Swimming is an essential part of the Western Australian
More informationClubs: Strategic Outcomes.
Clubs: Strategic Outcomes Landscape 1,270 affiliated clubs 120,000 affiliated athletes (up from 98k in 2009) age 11 + Estimated the same number of volunteers working in clubs 65% off track clubs Majority
More informationBYE-LAWS TO ARTICLE 56 DUTIES OF THE COMMISSIONS AND WORKING GROUPS
Appendix 6 BYE-LAWS TO ARTICLE 56 DUTIES OF THE COMMISSIONS AND WORKING GROUPS 1. General Duties of the Commissions Each Commission shall: 1. Meet as required when so requested by their Chairs. In principle,
More informationIrish Hockey Four Year Strategic Plan
FOUR YEAR STRATEGIC PLAN 2014-2018 Irish Hockey Four Year Strategic Plan 2014-2018 Acknowledgements An extensive consultation process was carried out by Irish Hockey to ensure that this plan met the needs
More informationANNUAL REPORT
2015-2016 ANNUAL REPORT Message from the Chair and President/CEO Richard Crépin and Peter Nicol On behalf of Gymnastics Canada, it is our pleasure to provide you with our 2015-2016 annual report. 2015/16
More informationEVERGREEN VISION 2020: BUILDING TRAILS, PARTNERSHIPS, & COMMUNITY
EVERGREEN VISION 2020: BUILDING TRAILS, PARTNERSHIPS, & COMMUNITY MISSION & VISION MISSION CREATE AND PROTECT SUSTAINABLE MOUNTAIN BIKING OPPORTUNITIES IN WASHINGTON. VISION MAKE WASHINGTON THE PREMIER
More informationHOE TONGA REGIONAL WAKA AMA DEVELOPMENT OFFICER. Regional Waka Ama Development Officer. Board of Hoe Tonga Pacifica Waka Ama Association
JOB DESCRIPTION HOE TONGA REGIONAL WAKA AMA DEVELOPMENT OFFICER SUMMARY POSITION TITLE: REPORTS TO: FORMAT: KEY RELATIONSHIPS: Regional Waka Ama Development Officer Board of Hoe Tonga Pacifica Waka Ama
More informationCRICKET HONG KONG 2019 AGM CHAIRMAN S REPORT
CRICKET HONG KONG 2019 AGM CHAIRMAN S REPORT INTRODUCTION The 2019 AGM is a major milestone in the history of cricket in Hong Kong. The board elected at this AGM will be the first under the new constitution
More informationCOUNTY SPORTS PARTNERSHIP (CSP) CORE SPECIFICATION INTERPRETATION GUIDE
COUNTY SPORTS PARTNERSHIP (CSP) CORE SPECIFICATION INTERPRETATION GUIDE Sport England has worked closely with a working group from the County Sports Partnership Network (CSPN) to develop a process and
More informationCommunity Development and Recreation Committee. General Manager, Parks, Forestry and Recreation. P:\2015\Cluster A\PFR\CD AFS#22685
CD10.2 STAFF REPORT ACTION REQUIRED City of Toronto Outdoor Tennis Operations Date: February 19, 2016 To: From: Wards: Reference Number: Community Development and Recreation Committee General Manager,
More informationSTRUCTURE OF THE IIHF
STRUCTURE OF THE IIHF January 2010 Page 1 Page 2 January 2010 STRUCTURE OF THE IIHF AND THE IIHF SPORT DEVELOPMENT PROGRAM This chapter explains the structure of the International Ice Hockey Federation
More informationBasketball Victoria more basketball. strategic plan. more often.
Basketball Victoria 2017-2020 more basketball. more often. strategic plan more basketball. more often. WE ARE PROUD to present Basketball Victoria s four-year Strategic Plan. This plan will provide the
More informationTRIATHLON BC PROVINCIAL COACH
TRIATHLON BC PROVINCIAL COACH Position: Triathlon BC Provincial Coach Location: Victoria, BC Salary: Commensurate with experience Employment type: Part-time (hours vary) Anticipated start date: May 1,
More informationStrategic Plan Basketball in Victoria:
EP64949 placed pages.indd 21/11/12 2:14 PM - 1 - Strategic Plan 2013-2016 Basketball in Victoria: The world s best sporting community EP64949 placed pages.indd 21/11/12 2:14 PM - 2-2 EP64949 placed pages.indd
More informationCounty Donegal Public Participation Network Work Plan
County Donegal Public Participation Network Work Plan Introduction The purpose of this document is to present a (DRAFT) Work Plan for County Donegal Public Participation Network which will enable member
More informationUSTA NORTH CAROLINACOMMITTEES DESCRIPTIONS & NAMES
2018-19 USTA NORTH CAROLINACOMMITTEES DESCRIPTIONS & NAMES The term of service for the committees below begins in January of 2018 and runs through December of 2019. It is the mission of USTA North Carolina
More informationStrategic Plan Saving Lives and Building Great Communities
Surf Lifesaving Western Australia Strategic Plan 2015-2020 Saving Lives and Building Great Communities Contents 1 Introduction 2 1.1 Our Purpose 3 1.2 Our Values 3 1.3 The Forces shaping Surf Life Saving
More informationUniversity of Victoria Campus Cycling Plan Terms of Reference. 1.0 Project Description
University of Victoria Campus Cycling Plan Terms of Reference 1.0 Project Description The Campus Cycling Plan, a first for the University, will provide a comprehensive and coordinated approach to support
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2018-2022 Welcome to US Sailing s 2018-2022 Strategic Plan - Sailing is at an interesting turning point we have a successful and storied past, but a somewhat unclear future. We can see areas
More informationBoard Approved First Revision, April 2006 MISSION STATEMENT
STRATEGIC PLAN Board Approved 2005 - First Revision, April 2006 MISSION STATEMENT The Pyramid Society is devoted to the preservation, perpetuation, and promotion of the Straight Egyptian horse as the premiere
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2015-2019 www.golfqueensland.org.au FROM THE BOARD This Golf Queensland Strategic Plan builds on the achievement of the previous four year plan and recognises the opportunities as well the
More informationBig Bike Revival Scotland - Cycling Development Officer. Job Description and Responsibilities.
Big Bike Revival Scotland - Cycling Development Officer Job Description and Responsibilities. Reports to: Direct Reports: Location of Role: Salary: Contract: Big Bike Revival Scotland Project Manager None
More informationCorporate Report. Report from Parks, Recreation and Culture Services, Business Planning and. Report Number: PRCS File: ,
Corporate Report Report from Parks, Recreation and Culture Services, Business Planning and Strategic Services Date of Report: November 8, 2017 Date of Meeting: November 27, 2017 Report Number: PRCS-285-2017
More information